MGMT 370 Notes.doc

Systems Theory View of Goals Mission Statement: Statement that tell what business a company does and what business a company is not in Don?t want to be to narrow or to broad in defining what business your in ?What a company says they do? Characteristics of Mission Statements Purpose of the organization (what business it is in) Scope of operations Statement against which to measure progress Organizations philosophy, beliefs, values Operative Goals What they actually do Particular goal that takes on more and more importance because someone with power makes it more and more important =f(organizational tasks + power structure) Dominant Org. Dominant Power Group Secure Inputs Trustees Legitimization Trustees Skill Acquisition Professionals (Good Faculty) Coordination Administrators (Bureaucrats) How to Handle Multiple Goals Satisfice rather than optimize Not doing the best work but your getting the work done Incremental Progress Made some progress and the next person can do a little and so on Prioritize What order are you going to do things in? What is most important? Sequential Attention Work on this during a certain time, and when that is over move on to next items. Scheduling Summary: Functions of Goals Goals Provide: Source: Guidelines for actions classical view, decision theory Source of Legitimacy systems theory Stds. Of Performance Sources of Motivation behavioral theory Rationale for Decision Making Functions of Planning Adapt to Uncertainty and Change Focus Attention on Objectives Increase Coordination Facilitates Control Three Phases of Planning 3 Phases Strategic Planning Intermediate Tactical Planning Operational Planning Time Span Long and Short Term Implementation Level Types of Plans Strategies General framework on how to deploy your resources to achieve an organizational objective Long term plan for how you?re going to do something Tactic Short term plan for deploying certain resources ?Trick play? in basketball example Policies How you?re supposed to do stuff Procedure Chronological series of steps to plan something out What you have to do to accomplish something Rule You can or can not do something Construction area ? always wear a hard hat Program Affirmative action program within a company Have policies, rules, and procedures about hiring people Those affect what you do, and how you hire Strategic Planning Takes the environment into account Must use a systems approach The effect of current decisions on future events ENACT ? to create Make decisions now that will create the environment that you will have tomorrow The Strategic Planning Process Evaluate Current Factors Mission, Objectives, Managerial Aspirations/Values Domain Defender ? Your area or the market you?re in. Defend your market. Preserve and Protect Enthusiastic Prospector ? Someone that is always looking for opportunities. Always looking for the big profit or new thing, and define business broadly. Change their minds a lot Anxious Analyzer ? Analyze what business your in and analyze what your doing right and wrong Reluctant Reactor ? Don?t do something if you have to do it. Referred to as Strategic failures Maintenance Force ? keeps you from changing Done by people ? not all people see the world the same way